All publications listed below are available in the following volume:

Alarcón, L.F (ed.): Lean construction. 1997. Balkema, Rotterdam. 497 p. (ISBN 90 5410 648 4).

References


Training Field Personnel to Identify Waste and Improvement Opportunities in Construction

Luis F. Alarcon, Head

Department of Construction Engineering and Management

Escuela de Ingenieria

Pontificia Universidad Catolica de Chile

Casilla 306, Santiago, Chile

Tel: (562)-552-2375 ext. 4245

FAX: (562)-552-4054; Email: lalarconl@ing.puc.cl

An on site training program on quality management and team work was used to educate construction personnel in a construction company in the mining and industrial construction market. The middle and upper management of the company was trained to identify non value adding activities in their work environment, trace their sources and discuss actions to eliminate or reduce their share in the construction process. This program was carried out in 4 construction sites, located in mining sites in the north of Chile, and in the home office of the construction company. A survey specially designed to identify waste, and sources of waste was applied to about 100 persons which participated in the training program in the different construction sites. A taxonomy of waste and its sources were developed to analyze theses results. The most frequent waste types perceived in the company are discussed and strategies to remove their causes were proposed.

Moving toward Construction JIT

Glenn Ballard

Adjunct Faculty

University of California

1. Fieldbrook

Oakland CA 94619

Email: ballardz@euler.Berkeley.EDU

Tel: 510 530 8656

Greg Howell

Civil Engineering

University of New Mexico

Albuquerque, NM 87131

Email: howell@unm.edu

Tel: 208 726 1332

The potential benefits of JIT are the same for construction as for manufacturing; i.e. reduction of production cycle times by reduction of in process inventories. However, the application of JIT to construction differs substantially from its application to manufacturing because of the greater complexity and uncertainty of construction.

Reduction of in process inventories reduces project durations, but must follow reduced variation in the flow of materials and information. An approach to planning (Last Planner System) is presented as a means for reducing variation, and thus allowing construction JIT.

Research is proposed to further develop and verify the benefits of the Last Planner System.

Pattern Transfer: Process Influences on Swedish Construction from the Automobile Industry

Dr Jan Broechner

Associate Professor,

Head Construction Management Royal Institute of Technology S-100 44

STOCKHOLM, SWEDEN

Tel. no. +46-8 790 79 92

Fax no. +46-8 20 35 41

Email: BROCHNER@ce.kth.se

Sweden differs from other Nordic countries in having a large share of manufacturing accounted for by automobile production. In this paper, it is shown that since the 1910s, the process of manufacturing automobiles has served as a paradigm for process change in Swedish residential and commercial construction. Government policies on construction and joint action by the construction industry have been influenced explicitly by features of the automobile design, manufacturing and marketing processes. Direct transfer and influence has occurred in contractual relations between owners in the automobile industry and contractors. Over the years, supplier relations or customer relations in the automobile industry have formed patterns for changes in the construction process: standardization of components for mass production, functional design logic, limited customization, mass marketing and recently EDI links to suppliers.

Quality Assurance & Partnering - A lean partnership

Ian M. Eilenberg

Head, Construction Management Unit,

Dept. of Building & Construction Economics,

RMIT,

GPO Box 2476V, Melbourne Australia 3001.

Tel: 61-3-9660 3449

Fax: 61-3-96601939

Email:eilenberg@rmit.edu.au

In the 1950's and 60's in Australia there was a wide spread use of system engineering which attempted to streamline the way that companies carried out their business. Vast quantities of paper was produced, with a form for everything. However it did not improve productivity with respect to the construction project, where disputation, at all levels, was reaching a new height of expertise, and volume. The establishment of the Institute of Arbitrators in Australia, in the 1970's was as a result of the need to try and improve the dispute settling skills of the practitioners. Most of the systems had been reduced to waste paper.

In the 1990's, as a result of the continuing disputes between the clients and the contractors, a prevention system was developed making use of social interaction and common goals. This was given the title Partnering. Yet it did not address the running of the company itself.

Today there is specific pressure from the Australian Government (Work Smart) and simply for commercial reasons to both improve the efficiency of the whole construction process, on site and in the office administration, and to reduce unnecessary costs. Whilst not yet at the levels of our American cousins, disputation generally only benefits the legal and para-legal personnel involved. Certainly not the participants.

The use of a good Quality Assurance system and the implementation of Partnering, is now seen as a relatively inexpensive partnership which will provide a total answer to the problems that have afflicted the construction industry for so many years.

The Knowledge Process

Deborah Fisher

Associate Professor

University of New Mexico

Tel: 505 277 4929

Fax: 505 277 1988

Email: Dfisher@UNM.EDU

This paper examines the applications and limitations of constructability models prepared for the Construction Industry Institute (CII) and The National Cooperative Highway Research Program (NCHRP). The CII model addresses the constructability lessons learned, processes of collection, analysis and implementation, resulting in a hybrid flow model of "Best Practices." The NCHRP model utilizes a constructability review process model using the IDEF technique superimposed on a generic department of transportation project development process for implementation.

TQM the Nordic Way

Axel Gaarslev

Professor of Construction Management

Head of Department of Construction Management

Technical University of Denmark

Building 115, 2800 Lynby, Denmark

Tel: +45 45 93 66 33 (department)

+45 45 25 16 46 (direct)

Fax: +45 45 88 55 82

Email: ag@ifa.dtu.dk

In 1992 a Nordic group was founded. The group consists of thirteen contractors from the Nordic countries - among these the largest firms - and four universities/research institutes, one from each of the following countries: Norway, Sweden, Finland and Denmark. The goal was to cooperate on improving the standing of both the companies and the research organizations involved. In the last three years four main activities have been under way:

Preparing a general development strategy for the companies involved. Ways to measure quality standing in the companies. Procedure for reengineering through benchmarking. Ways of measuring customers' satisfaction. At the moment the two first activities are documented and will be reported in this paper. The last two listed are still in progress and the results of the work will probably be published in the spring of 1996.

The group is at the moment discussing the areas of cooperation for the next two years and the following topics seem to be of common interest:

Networking/partnering. Environmental management. The work is performed in a number of small, mixed groups with contractors and researchers reporting to a plenum at seminars.

Factors Affecting Project Success in the Piping Function

Greg Howell

Associate Professor

University of New Mexico

Albuquerque, NM 87131

Tel: 505 277 2328

Email: howell@unm.edu

Glenn Ballard

Adjunct Faculty

University of California

1. Fieldbrook

Oakland CA 94619

Tel: 510 530 8656

Email: ballardz@euler.Berkeley.EDU

The flow of work in the piping function from engineering through installation is examined to identify possibilities for improvement. Data shows that 1) project success appears to be related to large pre-installation buffers of pipe, 2) the size of buffers is not related to the extent to which a project is complex, uncertain, or quick, 3) project success is not related to the extent to which a project is complex, uncertain, or quick, and 4) work planning systems are unreliable. Two maps are offered which show the impact of current project controls and contracting for fabrication practices on workflow stability. Recomendations are offered for improving performance by sizing buffers to the extent of uncertainty, improving planning system reliability and counteracting current system dynamics.

Involvement of Customer Requirements in Building Design - Pekka Huovila, Anitti Lakka, Petri Laurikka & Mikko Vainio

Pekka Huovila

VTT Building Technology

Leader of Research Group Project Planning and Building Design

PO Box 1801, 02044 VTT, Finland

Tel. + 358 0 456 5903 (mob. + 358 40 546 0855)

Fax. + 358 0 456 6251,

Email: Pekka.Huovila@vtt.fi

Customer orientation is becoming an important competitive factor also in construction industry. Satisfying of varying needs of customers (clients, end-users or internal customers) is setting new challenges also for building design. Success in making designs for complicated "high tech buildings" by temporary project organizations may require systematic working procedures and appropriate tools. Applicability of Quality Function Deployment (QFD) method, that has been successfully practiced in industrial product development projects, has been tested in a technology transfer project for building design.

This paper presents essential findings of that project [1]. QFD was applied in three construction projects as a team decision making tool to listen to the voice of customer to achieve common understanding, consensus and commitment in design objectives and design solutions. The results were encouraging: QFD, although requiring some "extra work" compared to the tradition of having little customer involvement, provided a systematic method for the analysis of the customer demands. It also resulted in some design changes that were appreciated. Finally, some recent examples of further QFD development and QFD integration are, as found from literature, briefly raised for discussion: job sharing between the project team and functional departments (QFD & QFD), functional decomposition and planning of design (QFD & DSM), and strategic justification of computer-integration technologies (QFD & IDEF0).

**Use of the Design Structure Matrix in Construction - Pekka Huovila, Lauri Koskela, Mika Lautanala, Kari Pietiläinen, Veli-Pekka Tanhuanpää**

Pekka Huovila

VTT Building Technology

Leader of Research Group Project Planning and Building Design

PO Box 1801, 02044 VTT, Finland

Tel. + 358 0 456 5903 (mob. + 358 40 546 0855)

Fax. + 358 0 456 6251,

Email: Pekka.Huovila@vtt.fi

The Design Structure Matrix (DSM) is a novel, powerful method for analyzing and improving design processes, used successfully in product development projects. For evaluating its usability in construction, the "as-is" design process of a fast track office building project was modeled using the DSM representation. The method provided a new, more efficient "should-be" sequencing of design tasks. When analyzing the problems having occurred in design (monitored independently), it turned out that the majority of problems are located in process parts less effectively sequenced, as pinpointed by the method. Thus, the "should-be" solution would probably have prevented a large share of problems. The paper ends with a discussion of potential uses of DSM in construction.

Lean Construction: An Approach for Sustainable Growth - Antonio Sergio Itri Conte

Abstract Pending

Lean Production: Goals and Achievements

Jan Eric Johnson

Arcona

Box 110

S-131 26

Nacka Strand, Sweden

Tel: 468 601 2100

Fax 468 601 2101

Email: jjn@arcona.se

Arcona is developing lean construction as a parallel to lean production as we know it from other branches. 5 Year goals were set in 1994: 50% reduction of final assembly time, and 30-40% reduction of fixed costs depending on project type.

A number of activities have been undertaken to achieve these goals. One of the most important is the selection of and long term cooperation with strategic suppliers. Internal resources are used for design for it is the most strategic supplier. Second, a network of three companies covering installation was formed. Work against tough goals is now underway together with operative goals and measurements.

Improvements can already be seen. Assembly times are substantially reduced, the degree of prefabrication is higher, our building sites are clean with practically no stores, the level of planning and control of all activities is very high, security in product quality is raised and there is no doubt that costs are going down.

Rapid Construction as a Change Driver in Construction Companies - Lauri Koskela, Petri Laurikka, Mika Lautanala

Lauri Koskela

VTT Building Technology

1. O.Box 1801, 02044 VTT, Finland

Tel: +358 0 456 4556

Fax: +358 0 456 6251

Email: Lauri.Koskela@vtt.fi

In this paper, time based management as an improvement method in a construction company is considered. The outcome of a continuous drive for construction time reduction is called Rapid Construction. The difference between Fast Tracking (where speed is a goal in itself) and Rapid Construction (where speed is also used as a means to achieve other objectives) is clarified. The theoretical and implementation issues of Rapid Construction are discussed. The underlying theory is reviewed, the relevant methods analyzed, and suitable measures presented. The impact of the economic environment on Rapid Construction is analyzed. Then initial experiences from a project initiated by VTT Building Technology, aiming at implementation guidelines of Rapid Construction, are presented.

A Process Approach to Design for Construction

Mika Lautanala

VTT Building Technology

1. O.Box 1801

FIN-02044 VTT, FINLAND

Tel. + 358 0 456 6814

Fax + 358 0 456 6251

Email: Mika.Lautanala@vtt.fi http://www.vtt.fi/

Production and construction requirements are often missed or misunderstood in design stage due to separated design and construction. This causes waste: the product specification is far from easiest possible to be build and it does not consider the possibilities which suppliers' capability offers. Traditionally construction requirement consideration is based on designers' personal experience.

The paper discusses requirements for a process which support consideration of production requirements in design phases. Then a process to catch construction requirements into the product specification is proposed. It implements principles of concurrent engineering and supports continuous improvement. Finally future research needs are discussed.

Ultra Fast-track Project Delivery

Bob Miles

Mechanical Engineer

IDC

1. S.W. Fourth Ave, 3rd Floor

Portland, Oregon 97201

Tel: 503 423 3998

Email: rsmiles@ix.netcom.com

Ultra Fast-track design/construct methods are being developed and implemented by the leading edge of the industry. Design firms, construction companies, equipment suppliers, and facility owners are redefining the relationships needed to deliver built environments that are among the most technically complex, in heretofore undreamt of short durations. The partnering type relationships are designed to leverage the experience of past projects and to forge long term business and personal relationships.

Project teams with members from each of the partner organizations move from project to project. The decision making is generally by consensus building. Issues are resolved at the lowest possible levels. Escalation of issues is possible, but looked upon as an unfavorable option. Authority levels are built into the systems of the project. Since the project monetary and psychological incentives are built upon common goals, cooperation and creative problem solving results. The need for formal ADR processes, if at all, is to set the framework for these already least desirable actions. Therefore, more times than not the ADR methods grow from the project team structure, personalities, and management styles. Many times they are undefined in written form, yet none the less exist. Any formal form of dispute resolution (including presently held progressive Stepped ADR) is the last resort. Each of the partners have to much at stake to even consider litigation.

Benchmarking, Best Practice - and All That

Dr. Sherif Mohamed

CSIRO Division of Building

Construction and Engineering

Post Office Box 56,

Highett, Victoria, Australia 3190

Tel: +61 3 252 6041

Fax: +61 3 252 6249

Email: SherifM@dbce.csiro.au

Benchmarking has been in use in various industries for many years. While there have been many successes, its use has been rather limited in the construction industry. This paper addresses the benchmarking concept and its application to construction and presents a three-level framework for benchmarking current practice; internal, project and external levels. Each benchmarking level is examined in detail with an illustration of the need to adapt to improve the construction output. A generic definition of benchmarking is used throughout the paper to ensure applicability to the different and many aspects of the construction process.

Supply-Chains: Case Study and Integrated Cost and Performance Analysis

Bill O'Brien

Civil Engineering

Terman Engineering 394

Stanford University

Stanford, CA 94305

Tel: 415 723 9685

Email: wjo@ce.stanford.edu

This paper studies supply-chain performance on a housing project located in Trondheim, Norway. From this project, we develop a cost and performance model to determine the affect of uncertain and changing conditions on cost and delivery schedule. This project-specific model can be used as a basis for more general construction supply-chain models.

Characterization of Waste in Building Construction Products - Alfredo Serpell, Adriano Venturi, Jeanette Contreras

Alfredo Serpell, Associate Professor

Department of Construction Engineering and Management

Pontificia Universidad Catolica de Chile

Casilla 306, Correo 22, Santiago, Chile

FAX: (562)-552-4054

Email: aserpell@ing.puc.cl

This paper will show statistics of productivity losses in approximately 40 buildings (6 to 15 stories). I am trying to relate these losses to their causes (known and probable) and also to the stage of planning where they could have been prevented. The data is collected with the model presented by Glenn Ballard in Santiago.

Limitation of the Use of Tolerances as a Means for Stating Quality Requirements in Reinforced Concrete

David Seymour, Mazin Shammas-Toma, Leslie Clark;

School of Civil Engineering, University of Birmingham, B 15 2TT UK.

The paper reports an empirical study designed to establish the extent to which adequate concrete cover to reinforcement in a sample of structures was achieved. It was found that the standards fell significantly short of those specified. Two kinds of explanation are considered to account for these findings. The first accepts as given the existing conventions for specifying quality and looks to identify the reasons for non-compliance. The second proposes that the conventions used for specifying the required cover are inappropriate to the conditions of variability and uncertainty standardly met with in construction. An alternative approach based on the concept of continuous quality improvement is described and discussed.

Schedule Compression: A Case History

Peter Woodward

Consultant

1. Candelaria Rd. NE #106 W

Albuquerque, NM 87112

Tel: 505 293 3840

Email: pnwati@swcp.com

A major schedule improvement was made through directed acceleration and careful development of the project plan. The buyer's goal was to start up an industrial process. So, we moved up commissioning, starting up the systems the buyer wanted first--before the construction contract was completed. By accelerating mechanical and electrical rough-in, we built up an "inventory" of "startable" equipment and systems. Secondly, we studied our first commissioning sequence to learn how it was structured and who was responsible for what. Then we planned it in fine detail, advancing it as far into construction as possible. Third, we planned continuously, with special attention to the "medium term", a three month horizon, which can be detailed with hard data. Most planning was done on a one-to-one basis, then routed back to the source individual for review so they knew they had planned their own work. The original planning schedule was modified continuously by replacing general logic with more detail or adding new logic as the job progressed.